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Strategic Relationship Management

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Strategic Relationship Management

  1. 1. + Strategic Relationship Management: The Secret to HR’s Success Robin Schooling, SPHR Silver Zebras, LLC
  2. 2. + Relationship Management Why HR?
  3. 3. +
  4. 4. + We... n Pay attention to changing conditions n Explore the human dynamics n Understand theories of motivation n Are empathetic
  5. 5. + We... n Understand cause and effect n Analyze WHY stuff happens n Build trust
  6. 6. + Culture of Involvement
  7. 7. + Work Teams n Define expected results n Communicate! n Provide resources and tools n Provide learning opportunities
  8. 8. + Work Teams n Checkpoints! n Verify understanding (time and deadlines) n Celebrate accomplishments/milestones n Expand the scope over time
  9. 9. + MODEL the desired behavior!
  10. 10. + “Hidden Dimension of Corporate Culture” Post 9/11 GROUP EFFECTIVENESS study by Harvard psychologists n Stable team membership? n Appropriate staffing? n Clear vision? n Meaningful work? n Rewards? n Recognition? n Strong leadership?
  11. 11. + “the single strongest predictor of group effectiveness was the amount of help analysts gave to each other.”
  12. 12. + Company Culture– Adam Grant
  13. 13. + Giver Culture High performance units where employees: n Help others n Share knowledge n Offer mentoring n Make connections...without expecting anything in return
  14. 14. + Taker Culture Environment where employees get as much as possible from others, while... n ... contributing less in return n only helping when the expected personal benefits will exceed “costs”
  15. 15. + Matcher Culture Norm is: n Employees help those who help them: equal balance of given and take n Employees only trade favors in closed loops – inefficient exchanges
  16. 16. + Relationship Building
  17. 17. + “And I can’t deny the fact that you like me. Right now, you like me!”
  18. 18. + Seek first... ... to understand...
  19. 19. + Show your VALUE
  20. 20. + ASK for their input
  21. 21. + INVOLVE THEM in decisions
  22. 22. + Provide them with what they need
  23. 23. + Give Praise where Praise is Due
  24. 24. + So what about.....
  25. 25. + Have a VISION... of the relationship
  26. 26. + Building strong alliances Crucial Connections
  27. 27. + Leadership Conversations – Alan S. Berson/Richard G. Stieglitz n Targeted n Tentative n Transactional n Trusted
  28. 28. + Attraction n What do you like about the other person? n .... and what if the answer is “not much?”
  29. 29. + Shared Interests n Compatibility n Shared experiences
  30. 30. + Working it Out n Agree to disagree n Listen...understand... work to change the dynamics
  31. 31. + Be Proactive n Seek out opportunities to communicate, discuss, and strengthen the relationship n Meet them ‘where they are’
  32. 32. + Deeper Understanding n You will know before they know n You will anticipate their needs and wants!
  33. 33. + Sustainability
  34. 34. + Make Relationships Matter n HR leaders are the crucial element n HR leaders set the tone n HR leaders influence n HR leaders can develop – and maintain – strong partnerships
  35. 35. + @RobinSchooling hrschoolhouse.com silverzebras.com Thank You!

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